Greater Gwent 2017 18 Social Care Workforce Development Plan€¦ · Regional – Greater Gwent...

Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018 1

Social Care Workforce Development Plan

2017 - 2018

Greater Gwent…

changing how

we care!


CONTENTS

Introduction

This plan has been developed, and agreed, by the five local authority areas that make up the Greater Gwent Region; Blaenau

Gwent, Caerphilly, Monmouthshire, Newport, and Torfaen.

SECTION 1: THE PARTNERSHIP ............................................................................................................................................. 3

A: The Social Care Workforce Development Plan Partnership (SCWDP) ............................................................................... 3

B: SCWDP Partnership Governance ........................................................................................................................................ 5

C: Resources ........................................................................................................................................................................... 9

D: Collaborative Working Arrangements ................................................................................................................................ 12

E: Emerging Effective Practice ............................................................................................................................................... 14

F: Evaluation and Performance Management Framework ...................................................................................................... 16

SECTION 2: THE PLAN ......................................................................................................................................................... 178

G: Context of Strategic Needs and Priorities .......................................................................................................................... 18

H: Strategic Direction ............................................................................................................................................................. 23

I: Current Regional Priorities .................................................................................................................................................. 24

J: Social Work Qualifying Training Plan and Social Work Post Qualifying Training ................................................................ 34


SECTION 1: THE PARTNERSHIP

A: The Social Care Workforce Development Partnership (SCWDP)

The Greater Gwent Region is committed to maximising the benefits of collaborative and partnership working. The four local

Social Care Workforce Development Partnerships will integrate within the new regional communication and working structure

for providers, established as part of the Regional Transformation Plan. This Plan has been endorsed by the five Directors of

Social Services within the Greater Gwent Region. The page of endorsement signatures is submitted as a separate document.

The Greater Gwent Workforce Board, on behalf of the partnership, have highlighted high level objective areas for workforce

development having taking into consideration the results of the regional population needs assessment and the priorities set

within the transformation agenda.

A collaborative approach to the workforce development needs of the Region

Deliver National Programmes and Targets

Develop skills requirement to embed SS&WB Act. Prepare organisations for R&ISC Act

Deliver national training frameworks. Dementia, Autism,

Safeguarding etc

Respect and Meet Local Priorities

Reduce levels of Looked After Children

Develop domicilary care as career of choice


A series of outcomes have been agreed that direct and inform the Greater Gwent Social Care Workforce Development Plan

1 The workforce across partner organisations have the skills and knowledge to embed the Social Services

and Well-being Act

2 There is an improvement in the quality of care following the implementation of the Regulation and

Inspection of Social Care (Wales) Act

3 Efficiency has been evidenced by maximising the benefits from national programmes, initiatives, and

resources

4 A Training, Qualification and CPD Strategy for professionals has been delivered

5 There is a skilled and competent Health and Social Care workforce

6 A Greater Gwent Workforce Development Strategy, action plan and service delivery model is in place

Working together the partnership will analyse need, develop or commission solutions, and arrange delivery that:

Maximises available resources

Ensures best use of funding

Searches for alternative sources of funding

Sustains workforce development

Informs workforce planning

Delivers regional specialist requirements

Maintains local ease and equality of access

Minimises duplication

Maximises benefits of joined up working

Ensures maximum care standards


B: SCWDP Partnership Governance

Ownership of the Plan

Local governance arrangements will remain in place, in the interim, whilst work is undertaken to further develop regionally

during 2017/18.

To ensure that the Regional Engagement arrangements mirror the Social Services and Well-being (Wales) Act implementation

arrangements, the Gwent Workforce Development Teams have a robust alignment with the Greater Gwent Transformation

Team; working collaboratively – maximising resources and minimising duplication – to establish joined up working.

It is anticipated that a Regional Engagement model could follow:

Regional Workforce Board

Regional Partnership Board

Local Authority

Partner

Networks

Private and

Independent

Networks

Neighbourhood

Care Networks

Education and

Regulation

Networks

Regional Whole Sector Engagement

Third/Voluntary

Sector

Networks

Qualification

Funding and

Sector Skills

Regional Networks, Forums, Groups Social Care Wales


Local Arrangements As outlined above regional governance arrangements will continue to be developed. The map below illustrates the current

local governance arrangements in place and links to local websites for the local Social Care Partners.

The websites contain information in relation to local training calendars, details of Partnership membership, and a copy of this

document for all partners to have equal access. For example:

The SCWDP Plan https://scp.torfaen.gov.uk/about-us/scwdp-grant/

The Training Plan http://socialservicesblaenau-gwent.caerphilly.gov.uk/getattachment/Partnership/Partnership-Training-Plan-2017-2018.pdf.aspx

Communication Plan https://www.scwdpmonmouthshire.co.uk/scwdp-communication-plan/

Blaenau Gwent and Caerphilly

Directors: Damien McCann and Dave Street

Partnership Chair: Andrea Prosser

Vice Chair: Rhiannon Thorn

Board Meetings: September 2017, February

2018

Website: http://socialservicesblaenau-

gwent.caerphilly.gov.uk/

Torfaen

Director: Keith Rutherford (Acting Chief

Officer)

Partnership Chair: Maria Evans

Vice Chair: Ray Bush

Steering Group Meetings: May 2017,

January/February 2018

Website: http://scp.torfaen.gov.uk/

Newport

Director: Mike Nicholson Partnership Chair: Claire Broome

Vice Chair: Interim


2018 Website:

http://www.newport.gov.uk/en/Care-

Support/Workforce-partnership/Training.aspx

Monmouthshire

Director: Claire Marchant (Chief Officer) Partnership Chair: Sian Sexton

Vice Chair: Louise George


2018

Website:

http://www.scwdpmonmouthshire.co.uk

https://scp.torfaen.gov.uk/about-us/scwdp-grant/

http://socialservicesblaenau-gwent.caerphilly.gov.uk/getattachment/Partnership/Partnership-Training-Plan-2017-2018.pdf.aspx

https://www.scwdpmonmouthshire.co.uk/scwdp-communication-plan/

http://scp.torfaen.gov.uk/

http://www.newport.gov.uk/en/Care-Support/Workforce-partnership/Training.aspx

http://www.newport.gov.uk/en/Care-Support/Workforce-partnership/Training.aspx

http://www.scwdpmonmouthshire.co.uk/


Regional Partnership Calendar 2016/17 The Regional Workforce Development Teams will continue to align strategic events and activities for the Regional Partnership with those planned by the Greater Gwent Transformation Team. The following calendar outlines the schedule as planned to date for 2017/18.

April 2017

May 2017

June 2017

July 2017

Aug 2017

Sept 2017

Oct 2017

Nov 2017

Dec 2017

Jan 2018

Feb 2018

March 2018

Partnership Board

25th May Civic Centre

4th July St Cadoc’s

7th Sept Civic Centre

2nd November Civic Centre

11th January Civic Centre

Leadership Group

6th April

Ty Penallta

4th May St Cadoc’s

8th June Ty Penallta

10th August Civic Centre

12th October Civic Centre

8th December Civic Centre

Regional Citizen Panel

12th April Malpas Court

30th May Ty Penallta

11th July Ventnor Road

23rd August Ebbw Vale Steelworks

5thOctober Holy Trinity, Abergavenny

15th November Malpas Court

Date TBC Ty Penallta

Regional Provider Forum

25th April

Pontypool

6th June

Pontypool Civic

Centre

18th July

Pontypool

Civic Centre

30th August

Pontypool

Civic Centre

10th October

Pontypool

Civic Centre

21st November

Pontypool Civic

Centre

Region Joint Commissioning Group

13th June

Pontypool Civic

Centre

Regional Workforce Group

5th May

Abertillery

30th June

Abertillery

25th August

Abertillery

20rd October

Abertillery

15th December

Abertillery

9th February

Abertillery

Local activities and events will continue to take place throughout 2017/18. Please see local SCWDP websites (page 6) for further information.


Contact Details

BLAENAU GWENT CAERPHILLY MONMOUTHSHIRE NEWPORT TORFAEN

Dir

ec

tor

of

So

cia

l

Se

rvic

es

Damien McCann Corporate Director of Social Services Blaenau Gwent 01495 355383 [email protected]

Dave Street Corporate Director Social Services Caerphilly 01443 864560 [email protected]

Claire Marchant Chief Officer Monmouthshire Social Care and Health 01633 644023 [email protected]

Mike Nicholson Corporate Director (Care and Customers) Newport 01633 233257 [email protected]

Keith Rutherford Acting Chief Officer Torfaen Social Care & Housing 01495 761611 [email protected]

Lea

d f

or

Fin

an

ce

Dave McAuliffe Chief Finance Officer Blaenau Gwent 01495 355005

[email protected]

Joy Robson Director of Finance 01633 644270 [email protected]

Meirion Rushworth Head of Finance 01633 210644 [email protected]

Kay Morris Lead Finance Officer - Social Care & Housing 01495 766152 [email protected]

Wo

rkfo

rce

De

ve

lop

me

nt

SCWDP Regional Contact Jane Haile Team Manager Workforce Development Service 01495 232820 [email protected]

Sian Sexton Workforce Development Manager 01873 735442

[email protected]

Claire Broome Training Manager 01633 233627

[email protected]

Kate Dibble Workforce Development Manager 01633 647689 [email protected]

mailto:[email protected]


















C: Resources

The Lead Director for Workforce for the Greater Gwent region is Keith Rutherford, Acting Chief Officer Social Services Torfaen. The following table summarises the infrastructure of resources in place across the Greater Gwent region to support the delivery of the annual regional SCWDP plan.

PRIMARY RESOURCE CONTRIBUTION TO DELIVERY OF PRIORITY OUTCOMES

Regional

Partnership

National and Regional Priorities

Social Work Training

Post Qualifying training inc. Court Skills

QCF and Training for Regulated Services

Core Training Manage, Evaluate

and Deliver the Plan RESOURCE WTE SCP GRADE

BL

AE

NA

U G

WE

NT

/CA

ER

PH

ILL

Y

Team Manager 1 49-52 11

Business Partner 2 40-44 9

Social Work Mentor/Coach 1 40-44 9

Snr OT – MH Advisor 0.5 40-44 9

Project Officer 3.6 32-36 7

Vocational Training Officer 3.4 28 - 32 6

WD Facilitation Officer 1 28-32 6

QCF Assessor 1.9 23-27 5

WD Facilitation Assistant 4 18-22 4

WD Resourcing Assistant 1 13-17 3

WD Apprentice 1 6-8 1

MO

NM

OU

TH

SH

IRE

Workforce Development Manager

1 41-45 9

Staff Development Officer 1 37-41 8

Practice Learning Officer 0.80 37-41 8

Training Organiser 1.60 21-25 5

Social Care Trainer 1 21-25 6


PRIMARY RESOURCE CONTRIBUTION TO DELIVERY OF PRIORITY OUTCOMES

REGIONAL

PARTNERSHIP

SS&WB ACT TRAINING

PROGRAMME

SOCIAL WORK

QUALIFYING TRAINING

POST QUALIFYING

TRAINING inc. Court Skills

QCF TRAINING

FOR REGULATED SERVICES

CORE TRAINING

PROGRAMME

MANAGE, EVALUATE & DELIVER THE

PLAN RESOURCE WTE SCP GRADE

NE

WP

OR

T

Training Manager 0.80 40-44 10

Practice Learning Facilitator 0.5 32-37 8

Senior SDO 2 36-41 9

SDO (QCF) 1 28-33 7

Admin Officer 1 20-25 5

Admin Assistant 2 13-17 3

Apprentice Admin assistant 1 8 1

NE

W

PO

RT

/TO

R

FA

EN

Practice Learning Manager 1 40-42 9

Practice Learning Facilitator 1 34-40 8

TO

RF

AE

N

Workforce Development Manager

0.80 40-45 9

QCF & Training Officer (CYP)

1 25-29 6

E-Learning & Social Media Officer

1 19-25 5

Business Support Officer 1 25-29 6

Business Support Assistant (Partnership)

3.23 13-19 4


The map below illustrates the primary locations of workforce development teams across the Gwent region, however, other

training venues are utilised within the local authority areas.

Blaenau Gwent and Caerphilly

Joint Workforce Development Team

Unit 3,

Foxes Lane,

Oakdale

Blackwood

NP12 4AB

Torfaen Workforce Development Team

The Council House,

Ventnor Road,

Old Cwmbran

NP44 3JY

Newport Training Unit

Brynglas House,

Brynglas Road,

Newport

NP20 5QU

Monmouthshire Training Unit

Innovation House

Wales 1 Business Park

Magor

NP26 3DG


D: Collaborative Working Arrangements

Collaborative Activity Partners Involved Links to Regional Outcomes 2017/18

Supporting the implementation and embedding of Legislation

Gwent Workforce development Teams

Gwent Transformation Team

Social Care Partnership (South East Wales)

Social Care Wales

The workforce have the skills and knowledge to embed the SS&WB Act and there is an improvement in the quality of care following the implementation of the R&ISC Act

Greater Gwent collaboration developments across Workforce Development Teams

Greater Gwent Workforce Board

Gwent Workforce Development Teams

Workforce Development Managers allocated theme areas to support national/regional developments and objectives.

Senior Leadership Teams inc. Lead DOSS for Workforce

Health ABUHB

Social Care Wales

HR (Lead for Social Care)

Transformation Team

A Greater Gwent Workforce Development Strategy, action plan and service delivery model is in place. Efficiency will be evidenced by maximising the benefits from national programmes, initiatives, and resources.

Safeguarding Gwent Wide Adult Safeguarding Board

South East Wales Safeguarding Children Board

Joint Safeguarding Training sub group

Workforce Development Teams

Transformation Team

VAWDASV Regional Group

There is a skilled and competent Health and Social Care workforce. The workforce have the skills and knowledge to embed the SS&WB Act


Social Work Training and Post Qualification Training

Continuous Professional Education & Learning (CPEL) - Collaboration of 10 local authorities and Higher Education Institutes (HEI) to support consolidation of practice module within South East Wales

Gwent and wider networks, e.g. practice learning, family justice, consultant SW, AMHP’s

Gwent LA’s for Achieving Best Evidence, PLO, and Court Skills

A Training, Qualification and CPD Strategy for professionals has been delivered Efficiency has been evidenced by maximising the benefits from national programmes, initiatives, and resources

Qualifications and Training Provision Workforce Development Teams

Independent Training Providers

Further Education Colleges

Unison

There is a skilled and competent Health and Social Care workforce

Wider Workforce Development Managers’ Groups

South East Wales Workforce Development Managers

All Wales Workforce Development Managers

Maximising the benefits from national resources


E: Emerging Effective Practice

Examples across the region

Theme areas Details of projects

The ‘Golden Thread’

The alignment of activity to national and regional objectives and priorities. Examples:

Social Services Practitioner Award

Step Up to Management

Collaborative Communications

Care Closer to Home Organisational Development pilot

VAWDASV

Safeguarding Learning and Development

National Autism Training Framework

Occupational Therapist CPEL Framework

Domiciliary Care Regional Commissioning Group

Sector wide

collaboration

Learning and development programmes planned and delivered on a multi-sector basis, for example:

‘Train for Change’ modules to support the implementation of the SSWB Act

A two day Organisational Development pilot programme for leadership roles in Health and Social Services

Collaborative Communications training across integrated teams

Launch of F3YIP

Programme

Project team formed to respond to F3YIP

Active involvement with HR and Service representatives.

Citizen and newly qualified social worker influenced

Programme ensures completion of essential training ahead of Consolidation of Practice

Coach Mentor

Approach to

supporting CPEL

Implementing a coach/mentor approach to supporting CPEL candidates has significantly reduced attrition rates from these programmes


Coaching Skills Building on existing structures to support outcome focussed practice - ensuring the practice is embedded in a sustainable way by training key staff to deliver mentoring sessions to colleagues on an ongoing basis

Breaking down

system barriers

Identifying and implementing alternative information systems to address the challenges of variations across agencies when working cross boundary, for example the introduction of Egress to Gwent for joint local authority/LHB training

Regional

Procurement

Maximising the benefits of the National Training Framework for the SSWB Act Utilising the National Procurement Service Learning and Development Framework Expanding existing joint procurement arrangements to maximise value for money and ease of access to training

Accessing further

opportunities for

funding

Working with Further Education colleges, and other providers, to support the delivery of vocational qualifications across the sector


F: Evaluation and Performance Management Framework

The Regional Partnership will need to be planned and measured using a performance management framework and reported

through the relevant Governance framework:


The effectiveness, impact and outcomes of the regional Social Care Workforce Development Plan will be reviewed and measured against key performance indicators and goals, and issues addressed through the following quality assurance and improvement process:


SECTION 2: THE PLAN

G: Context of Strategic Needs and Priorities

Across the region, although there is a significant difference in total population figures, there is less variance between the

demographic categories. In particular, the total population of those aged 85+ is similar across the region.

0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000

Torfaen

Newport

Monmouthshire

Caerphilly

Blaenau Gwent

Torfaen Newport Monmouthshire Caerphilly Blaenau Gwent

85+ 2,289 3,230 2,870 3,471 1,515

65+ 18,107 25,808 21,871 33,381 13,552

0 - 17 19,110 33,567 17,757 38,511 13,842

Total Population 18+ 72,726 114,202 74,719 141,653 55,702

Local Authority Demographics


The table below gives context to the demand on social care both locally and across the region:

SERVICE DEMAND 2015-2016

BLAENAU GWENT CAERPHILLY MONMOUTHSHIRE NEWPORT TORFAEN REGIONAL TOTALS

Number of Adult Service Users 2779 5489 1808 2624 1954 14,654

Number of adults aged 65 or over

supported in the community (at 31 March) 1,451 3,214 1,148 1,484 1,113 8,410

Number of adults aged 65 or over

supported in care homes (at 31 March) 249 534 233 374 349 1,739

Number of carers of adults 312 73 823 359 165 1732

The number of adults assessed during the

year 2,455 4,183 2,529 2,315 6,077 17,559

Number of referrals to Children’s Services 1103 2,006 465 2,018 1447 7,039

Number of Looked after Children (LAC) 195 275 130 295 270 1,165

Number of children on the Child Protection

Register (CPR) 70 195 35 140 150 590

Number of children in need 720 1,420 370 1050 805 4,365


The graph and chart that follows shows the social care workforce, including foster carers, at both a local and regional level.

Both illustrate the Partnership staff as representing the largest volume of social care workers across all the localities.

However, the graph shows the difference is significant in Monmouthshire and Torfaen where a large number of services are

delivered by commissioned providers.

Blaenau Gwent Caerphilly Monmouthshire Newport Torfaen

LA Staff 786 1448 555 1058 438

Partnership Staff 913 2262 1880 1981 1987

Foster Carers 77 111 36 151 156

0

500

1000

1500

2000

2500

Social Care Workforce by Local Authority


31%

65%

4%

Social Care Workforce by Sector

LA Staff Partnership Staff Foster Carers


Services Needed and Delivered

Services delivered or commissioned by Social Services across the region cover all aspects of social care with families, adults,

children, and young people. The services help people with a wide range of health and social care needs and are delivered in

partnership with organisations such as health, education, youth and voluntary services, and the police to help people keep

safe and independent.

The social care sector is made up of diverse professions with differing training needs. There are statutory responsibilities for

workforce development and regulation. All Councils in the region prioritise a sector approach to workforce development and

learning with the fundamental aim of continually improving services for the citizens.

Over 500 organisations, including the

five local authorities, provide a range of

services throughout the geographical

area and in some cases beyond.

As the diagram illustrates, there are

many different models of service

reflecting the diversity of the region,

striving to meet the needs of adults and

children; supporting independence and

care for the vulnerable; and protecting

those at greatest risk from harm and

abuse, including:


H: Strategic Direction

The high level priorities for Workforce Development are derived from numerous interlocking demands that collectively dictate

current priorities:

Statutory and Essential Learning

Local Priorities

National and Regional

Initiatives

Legislation

Financial Stability

Health and Wellbeing

Technical Advancement

Demographics

Legislation

Demographics

Financial

•SS&WB Act. Reg and Insp Act

•Future Generations

•VAWDA/SV

•Dementia

•Domicilary Care

•Preventative Services

•Collaborative New Ways of Working

•Looked After Children

Regional – Greater Gwent Social Care Workforce Development Plan | 2017-2018

24

The broad aim of the SCWDP is to improve the quality and management of social care provision through learning and development. The Social Services and Well-being (Wales) Act 2014 set the strategic direction for social services in Wales. Embedding that Act and the implementation of the Regulation and Inspection of Social Care (Wales) Act 2016 continue the weighting the Region places on legislation as a priority driver into 2017/18. The requirements of the Act encourage fresh ways of thinking and interacting with others and therefore encourages fresh ways of delivering workforce development. The Greater Gwent Workforce Board (the Board) welcomes Social Care Wales and looks forward to working with them in making a difference through aligned priorities and new ways of working. The Board takes responsibility for aligning workforce development related priorities for the Region. The Board has considered associated strategic levers including:

Care Closer to Home (ABUHB) ABUHB current priorities

Local Government White Paper (WG)

Heads of Children’s and Adults Services priorities

(National and Gwent)

SSWB Act & R&ISC Act (WG) National Outcomes

National Frameworks (Dementia, Autism)

Safeguarding Boards (Gwent) Care and Support at Home in

Wales (SCW) SCW priorities

Population Needs Assessment (Gwent)

Regional Workforce Planning indicators (Gwent)

e.g. Dom Care, Children’s SW’s

ADSS Workforce Policy Group Business Plan (National)

Well-being and Future Generations Act

VAWDASV The SCWDP Circular

I: Current Regional Priorities

The following plan of Regional Priorities, in reference to the 2017-18 Circular, has been developed to reflect a diverse range of national workforce developments for the social work and social care sector. The workforce priorities have been developed to reflect wider regional priorities of partners such as the Regional Transformation Team and Health. There are planned priority outcomes to be delivered on a regional basis (Greater Gwent) and there are planned priority outcomes to be delivered to geographical areas in line with locality areas. Progress against the regional priorities will be reported via the Greater Gwent Workforce Board.


25

Plan 2017 – 2018

Priority Outcome

1 The workforce across partner organisations have the skills and knowledge to embed the Social Services and Well-being Act

Objective Deliver a learning and development programme for the Region

Area/Theme Target Group How Priority/Timeline Progress BRAG

Awareness Raising/Core Modules

Any emerging gaps in workforce knowledge Whole workforce approach

Signpost to Hub/AWA/Health Platform Demand led facilitated sessions

April – March 2018

Expert Classes and specifics

Those identified areas/roles/responsibilities that benefit from focused learning events

Continued marketing and encouragement of participation in National programme Regional events Local events

April – March 2018

Organisational Development

Service and Team Management

Continued access to development opportunities that support e.g.

Organisational Development, Cultural Change

Personal Skills Development

Management of change

Building resilience

Having difficult conversations

Outcome focus

Performance management

Empowering others

2017 - 2020

WCCIS System Users Provide support as identified by project leads

As per WCCIS timetable


26

Outcomes, Conversations, and Engagement

Targeted priority groups including: Front line IAA Social Workers Staff undertaking assessments Community support

Blended combination: National Pilot Local workshops and ALS Forums and workshops Presentations Signposting to Hub

Engagement with families and family meetings

Motivational interviewing

Effective strengths based interventions

Outcomes based practice

2017 - 2020


27

Priority

Outcome

2 There is an improvement in the quality of care following the implementation of the Regulation and Inspection of Social Care (Wales) Act

Objective Prepare organisations and the workforce to meet the requirements of the Act

Area/Theme Target How Priority/Timeline Progress BRAG

Prepare

regulated

services for the

implementation

of the Regulation

and Inspection

Act

Providers of Regulated

Services

Domiciliary care workforce Responsible individuals

Encourage partners to engage in

consultative activity

Regional approach to raising

awareness of the Act and the

associated training and

qualification implications

April 2017 onwards

September 2017

onwards

Social Care Induction Framework and associated suite of new qualifications

Workforce Development Teams Commissioned Training Providers, HEI’s, Colleges Internal Training Services Regional Training Providers Other partners that deliver training

Contribute to the design and pre launch evaluation of the new Social Care Induction Framework and the subsequent suite of sector qualifications Support the alignment of frameworks and approaches leading towards integrated Health and Social Care Worker pathways

April 2017 onwards.


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Priority

Outcome 3 Efficiency has been evidenced by maximising the benefits from national programmes, initiatives, and resources

Objective Contribute to the development of, and participate in national programmes and initiatives


Social Care Wales

Ensure full engagement with communication structures and decision making or influencing opportunities Working relationship between Social Care Wales and the Greater Gwent Region

Membership and full participation in Virtual Group Participation in consultative opportunities Resource/skill contribution to support the progress of initiatives Referral of ideas and sharing of good practice and solutions

April 2017 onwards.

National Qualifications and Programmes

Key job roles that have dedicated training and or qualification programmes Wide reaching training needs that justify a national solution

Continued support for and participation in

SSP

Step Up

TMDP

MMDP

National Resources e.g learning and information hub, Act(s) materials

As per cohort schedules


29

Priority Outcome

4 A Training, Qualification, and CPD Strategy for professionals has been delivered

Objective Social work training action plan delivered and OT CPD approach reviewed


Continue to ensure access to the Social Work Qualification

HEIs SCW SW programme applicants Regional partners/ employers (other LA) Partners third sector Students Practice assessors (internal and external) Workforce Management

Regional representation at national facilitation and consultative networks Contribute to the review of the SW Degree programme Review approach in line with regional footprint direction and current trends in applications from students Ensure quality assurance processes are maintained Coordinate and implement PLO strategy and operational arrangements

On-going driven by

Academic Year 2017 - 2020

Programme Intakes

Funding Calendars

Review Schedules

Continue Professional Education and Learning for Social Work and Occupational Therapy

HEIs SCW SW programme applicants Regional partners/ employers (other LA) Partners third sector Students Practice assessors (internal and external) On site supervisors (internal and external) Professionals and managers

Contribute to the review and quality assurance processes of post qualifying frameworks for professionals • Social Worker • Occupational Therapist Enable the participation and coordinate the delivery of professional frameworks

On-going driven by

Academic Year 2017 - 2020

Programme Intakes

Funding Calendars

Review schedules


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Priority

Outcome 5 There is a skilled and competent Health and Social Care workforce

Objective Promote access to and engagement with training and accredited qualifications


Provide access to Accredited Qualifications

Provider Services Foster Carers Personal Assistants Adult Placement Carers Social work assistants Community support workers Team Managers Supervisors Others, in line with the qualification framework

Locality approach Work with provider settings to ensure identification and prioritisation of workforce qualification requirements according to SCW Framework for Qualifications Implement strategy for delivery, assessment, and quality assurance Ensure cost effective and monitor delivery model

Rolling programme that transcends funding years

Welsh Language in Health and Social Care

Frontline staff Managers Commissioning staff Commissioned providers of services

Support local training action plans to inform a regional direction for Health and Social Care Confirm ease of access to Welsh Language resources and learning Provide staff training on the ‘Active Offer’

In line with ‘More Than Just Words’ Strategic Framework

New National Frameworks e.g. Autism Dementia

Gwent Workforce Development and regional networks National Groups and networks ABUHB Third/Voluntary Sector

Explore and implement training to support new models Ensure innovations in training reflect best practice and evidenced based models

In line with current priorities and release dates


31

Develop and maintain Core skills and competence

Whole Social Care Workforce approach including unpaid Carers, Foster Carers, third and voluntary sectors

Ensure compliance with current requirements, standards, frameworks etc. in relation to core skills Review current delivery models to improve ease of access to training across the sector Respond to identified local or regional identified specifics e.g.

emotional health and attachment trauma

Use of S76 and S26

A programme of essential requirements therefore continuous

Provide access to training for legislative and policy driven change

Whole sector workforce approach Target group defined as appropriate to change required.

Plan and implement a Gwent wide programme of training to ensure consistency across the region Participate in national programmes of training as appropriate Ensure programmes are subject to on-going review/revision Achieving Best Evidence – rolling

programme for new starters


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Priority Outcome

6 A Greater Gwent Workforce Development Strategy, action plan and service delivery model is in place

Objective A regional infrastructure is developed that supports learning and development locally and across Wales


Regional Planning

Workforce development requirements identified via Population Needs Assessment and translated into the GG Area Plan

Combination of initiatives reflective of the diversity and differing arrangements in partner organisations Large scale solutions/interventions

Area Plan timelines

Engagement and Communication across Partner Organisations

Review partner networks established within Region and consider options that will enhance engagement yet remove duplication.

In association with Social Care Wales and the Transformation Team Consider strategies and plans with ABUHB:

New hospital

Friend of Mine

Clinical Futures

Health Care Support Worker Framework

Compliance linked to induction

Public Health Agenda

Making Every Contact Count

April 2017 onwards

Service Delivery

Further develop opportunities for regional working models that create a positive impact on engagement and sustainability of Workforce Development

Learning from successful models Governance models Secure system access across organisations (e.g Egress) Marketing – branding Equality of access

April 2017 onwards


33

Financial model Maximising funding sources Quality and standards Evaluation and review

Other Regional Workforce Development Priorities (not already well reflected in the plan)

Targeted as relevant

Respond to GG Region’s 2017/18 workforce development priorities as agreed by GG Workforce Board

Develop Workforce Strategy

Promotion, recruitment and retention of domiciliary care workforce

2017/18


34

Example of Training Priorities Planned for Delivery across the Region

Operational Service Delivery Management Development Legislation

Outcome focused working Managing Change and Resilience within a

Changing Culture

The Social Services and Well-being (Wales)

Act 2014

Safeguarding Adults and Children Managing Pressure Positively MCA/DoLs/ Section 47

Living Well with Dementia Collaborative Communications/Better

Conversations OT professional development and updates

Essential updates in line with professional

requirements e.g. manual handling Having Difficult Conversations Meeting Public Law Outline guidance

Assessing and Meeting Needs Preparing Mangers of the future Regulation and Inspection of Social Care

(Wales) Act 2016

Court Skills. Achieving Best Evidence Performance and project management Case Law updates

J: Social Work Qualifying Training Plan and Social Work Post Qualifying Training

The Regional Partnerships and workforce locality teams will endeavour to provide strategic and operational support for South East Wales HEI Social Work Programmes to ensure robust recruitment and selection of suitable applicants for Social Work Degree/Masters Programmes and post qualifying training for Social workers. The ring-fenced £34k is used to supplement local resources, funding and staffing capacity, to deliver the Social Work Qualifying Training Plan and Social Work Post Qualifying Training as detailed on pages 34 – 36.


35

Models of Social

Work Training

Pathways in

Local Authorities

and wider sector

Secondment to University

Traineeship scheme

Bursary

Placement opportunities for self funding students

Promote development and growth of Social work provision, through SCWDP/ employer sponsored opportunities to gain professional qualification in social work.

These will include a variety of differing models of sponsorship, based on annual analysis of operational needs and resources available.

Partners in the

Process

Cardiff University (CU)

University of South Wales (USW)

Cardiff Metropolitan University (CMU).

The Open University (OU).

Third Sector agencies

Local Authority teams

Plus collaboration of 10 local authorities and SE Wales Universities, Consortium y De

Social Care Wales

Across the region the Workforce Development Teams support four University Social Work programmes available in South East Wales.

The Regional Partnership will work closely with the partner HEI’s to ensure programmes are informed by practice requirements, reviewed appropriately and scrutinised appropriately via the relevant assessment panels and practice management committees. Links to employer SW requirements will be reflected into programme review.

Practice

Learning

Opportunities

Offer choice

Ensure quality

Provide professional support and guidance

Develop future practice learning assessors

Aim to increase the provision of blended placement opportunities which will reduce the workload for teams/agencies but also, importantly, maximise the learning potential for the student social worker.

Promote working across LA boundaries to ensure best practice in achieving quality placement matching and support these opportunities.

Support a regional strategy to implement a localised provision of suitable qualified and experienced on site supervisors and Practice Learning Assessors.

Encourage and develop programmes that support social workers to become qualified Practice Learning Assessors.

Develop varied statutory and non-statutory placement opportunities across LA, Health, Police and Third Sector agency partners.

Share Practice Learning Opportunities across geographical boundaries

Support a Practice Learning Opportunity strategy locality areas have in place to meet their obligations and through working to “Ensuring Consistency in Learning to Practice”


36

Continuing

Professional

Education and

Learning

Framework

The First Three Years in Practice: A Framework for social workers ‘Induction into qualified practice and Continuing Professional Education and Learning

CPEL awareness sessions are provided for social workers

and their managers

CPEL Consolidation of Practice – shared training

opportunities to meet programme requirements.

CPEL - encourage more social workers to take up and

complete the Experienced Practitioner Programme,

Senior Practitioner Programme and Consultant Social

Worker programmes

Support the Care Council in its commitment to Continuing Professional Education and Learning (CPEL) Framework for Social Workers in Wales.

Regional Partnerships will continue to support , develop and implement programmes that improve the standard of social work practice

Will support social workers as they progress from being newly qualified to experienced social workers at the top of their profession.

Be active in contributing to the implementation of the CPEL framework and in the collaboration of 10 local authorities and SE Wales Universities, Consortium y De, to achieve the delivery of the Consolidation of Practice (CoP) module.

Additional CPEL implementation will include provision of programmes of training development and qualifications for qualified social work practitioners.

The Regional partnerships will ensure local provision of core/mandatory programmes of training to support CPEL. This will be achieved through working in collaboration with other areas.

Support Data

Collection

Annual data returns

Regional surveys

The Regional Partnership continues to support practice learning opportunities that will be influenced by the annual All Wales social work data gathering exercise coordinated by Wales Data Unit.

Other - Post

qualifying

Support development of programmes that enhance learning

and development opportunities for practitioners in social work

and occupational therapy routes

Programmes include :

Middle Manager Development Programme

Team Manager Development Programme

Advanced Mental Health Practitioner

Occupational Therapists Framework

Across the region Workforce Development supports additional University programmes available.

The regional partnership will work closely with the partner HEI’s to ensure programmes are informed by practice requirements, reviewed appropriately and scrutinised appropriately via the relevant assessment panels and practice management committees.

Promote working across LA boundaries to ensure best practice to support these opportunities.

Support a regional strategy to implement a localised provision of suitable qualified and experienced on site supervisors and Practice Learning Assessors.

Work with Health to negotiate funding and practice arrangements for students.


37

Regional Picture of Social Work Development Opportunities and Training

Blaenau Gwent Caerphilly Monmouthshire Newport Torfaen Totals

No of students hosted 19 47 25 36 31 158

No of new traineeships

and secondments 0 1 1 2 1 5

No of existing/on-going

traineeships and

secondment

1 1 0 1 5 8

Bursaries 0 0 1 0 0 1

No of Practice Assessor

award 5 8 6 4 2 25

No of CPEL consolidation

supported 10 21 5 30 4 70

No of CPEL other

supported 3 3 2 18 2 28

TMDP 2 2 0 3 0 7

Greater Gwent 2017 18 Social Care Workforce Development Plan€¦ · Regional – Greater Gwent...

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